How great managers can stem #TheGreatResignation

When the pandemic struck, many businesses and employees found themselves switching to survival mode. Deep economic uncertainty coupled with worry about what the future might hold, meant it became a case of batten down the hatches and get through.

Now, just a little over a year later and with the last of the Government restrictions lifted, the tide is turning.

A global survey from Microsoft showed over 40% of workers were considering quitting or changing professions and in the UK alone, 38% of employees said they are looking to change roles in the next six to 12 months.

While Covid-19 has taken a great deal from us collectively, it has also given us the opportunity to consider what’s important to us as individuals. Some employees will have felt unhappy before the pandemic struck but forced to bide their time. For many others, however, the unprecedented events of the past 16 months have made them reassess their relationship with their employer and rethink and reimagine what they want from the workplace.

Such is the force of this ‘wake-up’ call it’s even earned its own hashtag #TheGreatResignation but for businesses a revolving door of talent could spell disaster.

Research suggests that replacing an employee can cost anywhere between six and nine months’ salary but the true cost runs far deeper than just financial. When employees leave, they take with them valuable knowledge, skills and ability, and high turnover can have a knock-on effect on team morale and engagement.

It’s therefore vital that businesses do all they can to support, invest in and motivate their employees – and it starts with managers.

The power of training

Employees often view their connection to an employer through the relationships they build within the organisation and not surprisingly, managers have a critical role to play when it comes to employee engagement.

According to research from Gallup, managers account for at least 70% variance in employee engagement scores and half of employees have left a job to get away from their manager. In contrast, great managers become a focal point around which team culture and morale develops and take on the role of mentor and supporter rather than ‘boss.’

But in order to unleash their teams’ potential and build trust and loyalty, managers need the right tools, skills and importantly, training, to do so. Too often, leaders promote managers on the basis they are star performers but this doesn’t equate to instant success - if managers lack the managerial skills, emotional intelligence or ‘soft skills’ needed they will struggle to manage their team effectively.  

A report from Udemy found that over half of employees (56%) think managers are promoted prematurely and 60% think managers need managerial training.

Management training shouldn’t be viewed as a chore or box-ticking exercise; it should be seen as a core part of building a culture of growth and support. If managers feel confident and empowered in their abilities, they will be much more successful in engaging their teams and driving positive change.  

Understanding employee needs

Great managers are those who make a concerted effort to understand how their employees feel about their job and what their goals are.

Providing clear roles and responsibilities is vital. If managers fail to properly communicate the purpose and importance of each individual role, employees may feel conflicted about their duties, frustrated and unmotivated – the very opposite of what businesses want.

A large part of employee engagement and loyalty depends on how a manager nurtures their teams’ potential. Career development is one of the leading reasons employees leave their jobs, with over a fifth of workers leaving to progress their career. Success comes in many shapes and forms and for employees to feel motivated and performing at their best, they should be given the opportunity to learn, upskill and grow in line with their own career goals, without feeling pressure to follow a certain path.

But for learning and development to be successful it must be an ongoing process; if it’s only reserved for annual reviews it can end up feeling forced and superficial. Instead, managers should be regularly engaging with their employees about their progress, actively listening and asking what more they can be doing to support them.

This, of course, comes down to communication. Regular, honest and two-way communication, where employees feel comfortable asking questions and requesting support, helps employees to feel connected and allows managers to recognise when changes might be needed.

Given the increasingly flexible way of working that we have come to embrace since Covid-19, regular communication will become more important than ever. Reaching out and continuing to build a level of trust and openness will help to ensure employees retain a sense of connection while working remotely.

Communication is also paramount to looking after employee mental health and wellbeing. According to Mind, one in four of us will experience ill mental health each year, yet a CMI survey of nearly 950 managers in the UK found that half have never received any training on managing mental health problems. Going forward, it is essential that leaders ensure their managers have the time, resources and skills to help team members suffering from poor mental health.

Culture of feedback and recognition

As well as providing opportunities for growth and improved wellbeing, great managers also understand the role of feedback and recognition in keeping employees motivated.

Research has shown that 21.5% of employees that did not feel recognised when they did great work had interviewed for a job elsewhere.

While feedback may have happened organically when we were all working in the same place, remote working means managers must make greater effort to let employees know how they’re doing.

Regular feedback encourages individuals to grow and play to the strengths, and positive recognition helps to build confidence, providing employees with a real sense of accomplishment.

We know that in any organisation, people are the most valuable asset. They are the foundation of the business, driving productivity, morale and culture and the right management skills can prove make or break for teams.

At JourneyHR, we have created a series of 10 virtual workshops called ‘The Essentials’ to help employers get the best out of their managers. Each 90-minute workshop supports managers to develop the right tools and strategies to understand how the management process works and what steps they should take to help their teams flourish.  

Ultimately, great managers make employees feel valued. If managers are trained in the importance of nurturing and protecting those relationships, both employees and the overall business will thrive.